•Introduction to Agile
•Agile Values and
Principles
Project life cycle is the series of
phases that a project passes through.
•It provides the basic framework for
managing the project.
•The phases may be sequential,
iterative, or overlapping.
Waterfall Scope already known, takes
advantage of things been known and
(Predictive) proven
Agile (Adaptive) Employs both Iterative and
Incremental
Iterative Allows feedback for unfinished work
to improve and modify that work.
Incremental provides finished deliverables
the customer may be used
immediately.
Hybrid Combines aspects of both Agile and
Waterfall
Agility refers to the
capability to think and reach
conclusions quickly. “quicker
than traditional project
management methods.” To
be agile means to be quick.
In 2001, several experts got together
and decided that they wanted to
create a better and faster way to
develop code. As a result of this
collaboration, the Agile Manifesto was
created.
•“We are uncovering better ways of
developing software by doing it and
helping others do it.”
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1. Individuals
and
interactions
over processes
and tools.
3. Customer collaboration
over contract negotiation.
Agile
Principles
1. Our highest
priority is to satisfy
the customer
through early and
continuous
3. Deliver working software
frequently, from a couple of
weeks to a couple of months,
with a preference for the
shorter timescale.
5. Build projects around
motivated individuals. Give
them the environment and
support they need, and trust
them to get the job done
Agile methods are based on
self-directed and self-organized
teams who can be trusted to
get the job done.
7. Working software is the
primary measure of
progress.
Progress on the agile project
is determined by how well
the software works.
9. Continuous attention to technical
excellence and good design enhance
agility.
In order to deliver high value to the
end client, it is often necessary for
the development team to make
changes to the design. This means
that the design must be relatively
easy to maintain.
quickly.
11. The best architectures,
requirements, and design
emerge from self-organizing
teams According to agile
methods, when people are
given the chance to self-
manage themselves, they
produce better work.
•Creating Agile Environment
•People Skills
•Agile Teams
•Agile Practices
•SCRUM
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Servant leadership is a leadership
philosophy in which the main goal of the
leader is to serve.
•
The leader focus on removing obstacles
from the team’s path so that work can
get completed
•
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Self organized
•
Collaboration
•
Communication
•
Commitment
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Some people have deep
specializations in one domain, but
rarely contribute outside of that
domain. These people are known in
agile communities as “ I shaped people
”
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A T shaped person has a defined,
recognized specialization and primary
role, but has the skills,
versatility, and aptitude for
collaboration to help other people
when and where necessary.
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Product backlog is the ordered
list of all the work (project
scope), and form prioritized list
of functionality which a product
should contain. It is sometimes
referred to as a to do list,
activities that a team may
deliver in order to achieve a
project objectives.
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A time boxed eight hour meeting (per one
month Sprint) that takes place at the
start of every Sprint.
The purpose of this meeting is to establish
objectives and estimates for
completing tasks.
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A meeting that is conducted at the end of
every Sprint to present the product
increment to the Product Owner and
stakeholders. Backlog items are
presented
for acceptance; however, these items
can in fact be rejected by the Product
Owner.
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A lessons learned meeting
conducted at the end of every
Sprint after sprint review . The
meeting is based on the previous
Sprint, and opportunities for
improvement of future Sprints
are discussed.
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A meeting used to establish the durations of
the Sprints and the
planning for multiple Sprints within a
release.
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(Standup meeting)
A daily 15 minute time boxed meeting used for
the
development team members to discuss progress,
issues, and provides answers to
three important questions:
-What have I completed since the last meeting?
-What will I do before tomorrow’s meeting?
-What, if any, obstacles are in my way?
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The product owner has to take part to
these meetings to strengthen his
relationship with the other members of
the Scrum team and to improve the
collaboration with them.
•
You can schedule a retrospective for up
to an hour, which is usually quite
sufficient.
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Scrumisalightweightagilemethodthatu
sespractices,eventsandrulesforproject
execution.
•The work on a Scrum project is
divided into Sprints (iterations).
•The team on a Scrum project is self-
directed, cross-functional, and is
empowered to make its own
decisions; (each team size is 3-9)
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1. Release Planning Meeting:
A meeting used to establish the
durations of the Sprints and the
planning for multiple Sprints within a
release. 2.
Sprint Planning Meeting: A time boxed
eight hour meeting (per one month
Sprint) that takes place at the start of
every Sprint. The purpose of this
meeting is to establish objectives and
estimates for completing tasks.
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(Standup meeting) A daily 15 minute time
boxed meeting.
The Scrum Master ensures that the Daily Scrum
meeting happens , but the Developers are
responsible for conducting the Daily Scrum.
The Scrum Master teaches them to keep the
Daily Scrum within the 15 minute time box.
The Daily Scrum is an internal meeting for the
Scrum Team.
Product Owners play no part in the Daily
Scrum, but still can attend.
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An agile project charter answers these
questions:
•Why are we doing this project? This is the
project vision and objectives
•Who benefits and how? This may be part of
the project vision and/or project purpose.
•What does “done” mean for the project?
These are the project’s release criteria.
•How are we going to work together? This
explains the intended flow of work.
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